Rory Sutherland: Sweat the small stuff

295,946 views ・ 2010-06-09

TED


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譯者: Valter Wei 審譯者: Geoff Chen
00:15
Those of you who may remember me from TEDGlobal
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那些在 TEDGlobal 對我還有印象的觀眾
00:17
remember me asking a few questions
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大概會記得我提過的一些問題,
00:19
which still preoccupy me.
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至今,它們仍然困擾著我。
00:21
One of them was: Why is it necessary to spend
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有個問題是:為什麼要花費
00:23
six billion pounds
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六十億英鎊
00:25
speeding up the Eurostar train
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來提昇歐洲之星的速度,
00:27
when, for about 10 percent of that money,
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當你只要花費這龐大預算的十分之一
00:29
you could have top supermodels, male and female,
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就可以請到頂級名模,無論男女,
00:31
serving free Chateau Petrus to all the passengers
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為乘客免費送上彼德綠堡 (Château Pétrus) 紅酒
00:34
for the entire duration of the journey?
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讓他們享受整個旅程呢?
00:36
You'd still have five billion left in change,
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這樣政府還可以省下五十億英鎊的預算,
00:38
and people would ask for the trains to be slowed down.
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而且乘客還會希望列車跑慢一點。
00:41
Now, you may remember me asking the question as well,
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你們現在也許會記得 我提出的另一個問題,
00:43
a very interesting observation,
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一個很有趣的觀察,
00:45
that actually those strange little signs
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公路上奇特的小標示牌
00:47
that actually flash "35" at you,
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持續閃爍著數字:「35」
00:49
occasionally accompanying a little smiley face
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偶爾旁邊還會擺一個笑臉、
00:51
or a frown,
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或是哭臉,
00:53
according to whether you're within or outside the speed limit --
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來表示你是否超速——
00:56
those are actually more effective
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它們其實比測速機
00:58
at preventing road accidents than speed cameras,
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更能有效預防車禍,
01:01
which come with the actual threat
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儘管測速機是以實際的罰鍰
01:03
of real punishment.
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警戒違規者。
01:05
So there seems to be a strange disproportionality at work,
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所以,這裡就出現了一個奇怪的失衡,
01:08
I think, in many areas of human problem solving,
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我想,在我們解決各種問題的時候,
01:11
particularly those which involve human psychology,
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特別是那些涉及人類心理因素的問題,
01:14
which is: The tendency
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意即,各種組織或機構
01:16
of the organization or the institution
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往往傾向於
01:18
is to deploy as much force as possible,
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盡量佈置最多的財力物力 ——
01:21
as much compulsion as possible,
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施加最大的壓力;
01:23
whereas actually, the tendency of the person
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但實際上,人們的傾向
01:25
is to be almost influenced
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所受到的影響
01:28
in absolute reverse proportion
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和數量卻往往呈現
01:30
to the amount of force being applied.
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反比關係。
01:33
So there seems to be a complete disconnect here.
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這裡就出現一個完全不對頭的情況,
01:35
So what I'm asking for is the creation of a new job title --
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我認為應該出現一個新型職業 ——
01:37
I'll come to this a little later --
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稍後我就會提到,
01:39
and perhaps the addition of a new word
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並且可能會成為英文裡的
01:41
into the English language.
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一個新名詞。
01:43
Because it does seem to me that large organizations
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在我看來,多數的大型組織,
01:46
including government, which is, of course, the largest organization of all,
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包括政府,算是所有組織裡最大型的,
01:49
have actually become
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實際上,已變得
01:51
completely disconnected
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完全脫節,
01:53
with what actually matters to people.
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不能配合群眾的實際需要
01:55
Let me give you one example of this.
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讓我舉個例子,
01:57
You may remember this as the AOL-Time Warner merger, okay,
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還記得「美國線上時代華納」的合併吧?
02:01
heralded at the time as the largest
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當時,它被稱為有史以來最大的
02:03
single deal of all time.
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單筆交易。
02:05
It may still be, for all I know.
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據我所知,現在可能還是如此。
02:07
Now, all of you in this room, in one form or other,
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我想,在座的各位來自不同的領域,
02:09
are probably customers of one or both
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都有可能是兩間合併公司
02:11
of those organizations that merged.
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或是其中之一的客戶。
02:13
Just interested, did anybody notice anything different
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那麼,是否有人注意到
02:16
as a result of this at all?
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合併所造成的任何變化?
02:18
So unless you happened to be a shareholder
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所以除非你恰好持有
02:20
of one or the other organizations
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兩間公司的部分股份
02:22
or one of the dealmakers or lawyers involved in the no-doubt lucrative activity,
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或是曾經參與這次「高利潤活動」的交易者或律師,
02:25
you're actually engaging in a huge piece of activity
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否則你實際上不會察覺任何變化,
02:28
that meant absolutely bugger-all to anybody, okay?
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其實這對各位來說都無關緊要。是吧。
02:32
By contrast, years of marketing have taught me
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相比之下,多年的行銷經驗讓我瞭解
02:34
that if you actually want people to remember you
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如果你真的想要其他人記得你
02:37
and to appreciate what you do,
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並感激你的貢獻的話,
02:39
the most potent things are actually very, very small.
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最有用的,其實是那些非常、非常細微的事。
02:42
This is from Virgin Atlantic upper-class,
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這是維珍航空(Virgin Atlantic)的頭等艙
02:44
it's the cruet salt and pepper set.
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使用的鹽和胡椒罐。
02:46
Quite nice in itself, they're little, sort of, airplane things.
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看起來很可愛的小東西,確實像是可以免費帶走的用品。
02:49
What's really, really sweet is every single person looking at these things
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有趣的是 當每位乘客看到它們的時候
02:52
has exactly the same mischievous thought,
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內心都會暗地尋思:
02:54
which is, "I reckon I can heist these."
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「我猜我可以帶走它們。」
02:57
However, you pick them up and underneath,
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但是,要是你拿起那些罐子,
02:59
actually engraved in the metal, are the words,
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會發現底座刻著這段句子:
03:01
"Stolen from Virgin Atlantic Airways upper-class."
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「竊取自維珍航空頭等艙。」
03:04
(Laughter)
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(大笑)
03:06
Now, years after
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多年以後,
03:08
you remember the strategic question
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當你已經淡忘
03:10
of whether you're flying in a 777 or an Airbus,
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當年坐的是波音 777 還是空中巴士後,
03:13
you remember those words and that experience.
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你會記得那段有趣的語句和經驗。
03:17
Similarly, this is from a hotel in Stockholm, the Lydmar.
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同樣的,這是在斯德哥爾摩的 Lydmar 賓館。
03:19
Has anybody stayed there?
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有人住過那嗎?
03:21
It's the lift, it's a series of buttons in the lift.
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那裡的電梯有一串按鈕,
03:24
Nothing unusual about that at all,
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看似平常,
03:27
except that these are actually not the buttons that take you to an individual floor.
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然而它們並不是用來指示要到達的樓層。
03:30
It starts with garage at the bottom, I suppose, appropriately,
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最下面的按鈕是 「Garage(車庫)」,沒錯吧?
03:33
but it doesn't go up garage, grand floor, mezzanine, one, two, three, four.
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但是上面這些按鈕 並不是寫著「車庫、大廳、夾層、一樓、二樓、三樓、四樓」。
03:36
It actually says garage, funk, rhythm and blues.
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事實上,它們寫著「車庫、放克、節奏、藍調」。
03:40
You have a series of buttons. You actually choose your lift music.
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這列按鈕是供你選擇在電梯內播放的音樂。
03:44
My guess is that the cost of installing this in the lift
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我猜 Lydmar 賓館的電梯裡
03:47
in the Lydmar Hotel in Stockholm
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安裝這種音樂點播的系統
03:49
is probably 500 to 1,000 pounds max.
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大約花費五百到一千英鎊。
03:52
It's frankly more memorable
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但它真的很令人難忘,
03:54
than all those millions of hotels we've all stayed at
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比起我們住過的其他旅館更加印象深刻,
03:57
that tell you that your room has actually been recently renovated
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儘管那些旅館常常告訴我們 你的住房才剛全新裝潢
04:00
at a cost of 500,000 dollars,
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裝修耗資五十萬美元,
04:02
in order to make it resemble every other hotel room you've ever stayed in
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但那房間與其他旅館的客房相比之下,沒什麼兩樣
04:05
in the entire course of your life.
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根本就是過眼雲煙。
04:09
Now, these are trivial marketing examples, I accept.
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這些都是很細微的市場行銷案例。
04:12
But I was at a TED event recently and Esther Duflo,
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但是,在我最近參與的一次 TED 活動中,經濟學家 Esther Duflo
04:15
probably one of the leading experts in,
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很可能是當前,在有效消除發展中國家貧困現象的這一領域上
04:17
effectively, the eradication of poverty in the developing world,
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的主要的專家之一,
04:19
actually spoke.
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她談到了一個案例。
04:21
And she came across a similar example
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她提出一個類似的方案
04:23
of something that fascinated me
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我感到極大的興趣
04:25
as being something which, in a business context or a government context,
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然而對於企業界和政府機關來說,
04:28
would simply be so trivial a solution
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這方案是如此微不足道,
04:30
as to seem embarrassing.
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以至於顯得很尷尬。
04:32
It was simply to encourage the inoculation of children
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這個方案是提倡兒童的疫苗接種
04:35
by, not only making it a social event --
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不僅僅是個社會活動 ——
04:37
I think good use of behavioral economics in that,
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這是對行為經濟學的良好應用。
04:39
if you turn up with several other mothers
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如果你同另外幾位母親一起
04:41
to have your child inoculated,
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帶自己的小孩去接種,
04:43
your sense of confidence is much greater than if you turn up alone.
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你會比獨自前往更有信心。
04:46
But secondly, to incentivize that inoculation
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但第二點是,為了鼓勵接種,
04:48
by giving a kilo of lentils to everybody who participated.
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政府會配給每位參與接種的人一公斤扁豆。
04:53
It's a tiny, tiny thing.
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這是很小很小的事情。
04:55
If you're a senior person at UNESCO
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如果你是聯合國教科文組織的一個高級官員
04:58
and someone says, "So what are you doing
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當有人問起:「那你要怎麼
05:00
to eradicate world poverty?"
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消除當今世界的貧困問題?」
05:02
you're not really confident standing up there
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你不可能滿懷自信地回答
05:04
saying, "I've got it cracked; it's the lentils," are you?
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「我搞定了,答案就是扁豆。」對吧?
05:08
Our own sense of self-aggrandizement
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自我優越性往往使我們覺得
05:10
feels that big important problems
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重要的問題
05:12
need to have big important, and most of all, expensive
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必須用看起來重大、而且通常很昂貴的
05:15
solutions attached to them.
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方式才能解決。
05:18
And yet, what behavioral economics shows time after time after time
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其實不然,行為經濟學一再地表明
05:21
is in human behavioral and behavioral change
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在人類的行為與行為的改變之間
05:23
there's a very, very strong disproportionality at work,
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出現非常嚴重的比例失調。
05:26
that actually what changes our behavior
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那些能夠真正改變我們行為
05:29
and what changes our attitude to things
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和態度的事
05:31
is not actually proportionate to the degree
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實際上不需要花費
05:33
of expense entailed,
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很可觀的財力
05:35
or the degree of force that's applied.
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或是物力。
05:38
But everything about institutions
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但所有和機構有關的事物
05:40
makes them uncomfortable
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都使他們無法適應
05:42
with that disproportionality.
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這種不等比例的情況。
05:44
So what happens in an institution
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於是,這就造成機構中
05:46
is the very person who has the power to solve the problem
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有權解決問題的人
05:49
also has a very, very large budget.
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往往擁有鉅額的預算。
05:51
And once you have a very, very large budget,
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一旦你有了鉅額預算,
05:53
you actually look for expensive things to spend it on.
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解決問題的眼光就會放在較昂貴的事情上。
05:57
What is completely lacking is a class of people
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如今我們所缺乏的正是
05:59
who have immense amounts of power, but no money at all.
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有著巨大權力,但身無分文的人。
06:02
(Laughter)
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(笑聲)
06:04
It's those people I'd quite like to create
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我希望在這日新月異的世界中
06:06
in the world going forward.
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能出現這樣的人才。
06:08
Now, here's another thing that happens,
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還有一個現象,
06:10
which is what I call sometimes "Terminal 5 syndrome,"
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有時,我會稱它為「第五航廈症候群」,
06:12
which is that big, expensive things
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它是指,當完成耗資鉅額的重要事件時,
06:14
get big, highly-intelligent attention,
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人們集中才智、精力,
06:17
and they're great, and Terminal 5 is absolutely magnificent,
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成果看起來就會很棒,而(倫敦希斯路機場)第五航廈的確是華麗壯觀,
06:20
until you get down to the small detail, the usability,
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直到你開始注意小細節與實用性時,
06:22
which is the signage,
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例如指示牌,
06:24
which is catastrophic.
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你就會發現,這簡直是個災難。
06:26
You come out of "Arrive" at the airport, and you follow
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走出機場的入境關口後,你看到
06:28
a big yellow sign that says "Trains" and it's in front of you.
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眼前有一個標明「列車」的大型黃色指示牌,
06:31
So you walk for another hundred yards,
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於是你跟隨指示走上幾百碼,
06:33
expecting perhaps another sign,
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搜尋著新的指示牌,
06:35
that might courteously be yellow, in front of you and saying "Trains."
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你希望在前方找到另一個黃色的「列車」指示,
06:38
No, no, no, the next one is actually blue, to your left,
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但,錯了。下一個指示牌其實是藍色的,且位置在你左方,
06:40
and says "Heathrow Express."
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上面是寫「希斯路機場快線」。
06:42
I mean, it could almost be rather like that scene from the film "Airplane."
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這實在太像喜劇電影《空前絕後滿天飛》(Airplane)的搞笑片段了,
06:45
A yellow sign? That's exactly what they'll be expecting.
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黃色的指示牌?這正是他們所期待的。
06:48
Actually, what happens in the world increasingly --
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實際上,這種情況在世上可是層出不窮 ——
06:50
now, all credit to the British Airport Authority.
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全歸功於英國機場管理局(對細節的忽略)。
06:52
I spoke about this before,
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我以前就談過這問題了,
06:54
and a brilliant person got in touch with me and said, "Okay, what can you do?"
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當時一個聰明的人當面跑來問我說:「好,那你會怎麼做?」
06:57
So I did come up with five suggestions, which they are actually actioning.
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於是我給他五個建議,而且已經付諸實行了。
07:00
One of them also being,
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其中一個建議
07:02
although logically it's quite a good idea
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儘管在邏輯上說來是個好點子 ——
07:04
to have a lift with no up and down button in it,
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一個沒有「上」與「下」鍵的電梯。
07:06
if it only serves two floors,
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但如果電梯只在二層樓間運行的話,
07:08
it's actually bloody terrifying, okay?
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真的那樣做其實蠻恐怖的,是吧。
07:11
Because when the door closes
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因為當門關上後,
07:13
and there's nothing for you to do,
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你根本就不用動手,
07:15
you've actually just stepped into a Hammer film.
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彷彿一腳踏進恐怖電影的場景裡。
07:17
(Laughter)
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(大笑)
07:19
So these questions ... what is happening in the world
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這些問題都說明了當今世界發生的
07:21
is the big stuff, actually,
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真正重要的問題,
07:23
is done magnificently well.
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我們都能妥善解決。
07:25
But the small stuff, what you might call the user interface,
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但細節問題,比如使用者介面,
07:28
is done spectacularly badly.
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就處理得糟糕透頂。
07:30
But also, there seems to be a complete sort of gridlock
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同時,人們往往陷入一種僵局
07:33
in terms of solving these small solutions.
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以致於更難以解決這些細節問題。
07:36
Because the people who can actually solve them
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因為能真正解決問題的人們
07:38
actually are too powerful and too preoccupied
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往往位高權重,時常流於
07:40
with something they think of as "strategy" to actually solve them.
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思考「策略性」的問題而非實際解決。
07:43
I tried this exercise recently, talking about banking.
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我最近遇到這樣一件事,我和銀行業的一些人談話。
07:45
They said, "Can we do an advertising campaign?
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他們問「我們能夠以廣告競爭嗎?
07:47
What can we do and encourage more online banking?"
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如何推廣網路銀行業務?」
07:50
I said, "It's really, really easy."
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我回答:「相當容易。」
07:52
I said, "When people login to their online bank
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比如「當人們登入到網路銀行中,
07:54
there are lots and lots of things they'd probably quite like to look at.
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是為了查看各種訊息,
07:57
The last thing in the world you ever want to see is your balance."
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而最不願意看的訊息就是自己的結餘。」
08:01
I've got friends who actually
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我有一些朋友
08:03
never use their own bank cash machines
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從來不用銀行的提款機,
08:05
because there's the risk that it might display
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僅僅是因為不願看到
08:07
their balance on the screen.
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自己的結餘顯示在螢幕上。
08:09
Why would you willingly expose yourself to bad news?
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誰願意讓自己得知壞消息呢?
08:12
Okay, you simply wouldn't.
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對,你當然不願意。
08:14
I said, "If you make, actually, 'Tell me my balance.'
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我告訴他們:「如果將『顯示結餘』
08:16
If you make that an option rather than the default,
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從自動顯示改為使用者自行選擇的話,
08:19
you'll find twice as many people log on to online banking,
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你會發現,使用網路銀行的用戶將會增長一倍,
08:22
and they do it three times as often."
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而且登入頻率也會增加兩倍。」
08:24
Let's face it, most of us -- how many of you
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說實話,我們之間有多少人
08:26
actually check your balance before you remove cash from a cash machine?
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會在提款前查看自己的結餘?
08:30
And you're pretty rich by the standards of the world at large.
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更不用說以世界平均衡量,你們相當富裕。
08:33
Now, interesting that no single person does that,
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看吧,在場沒有一位會看的,
08:35
or at least can admit to being so anal as to do it.
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或是說,即使會看也不敢讓別人知道。
08:39
But what's interesting about that suggestion
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關於這個提議,有趣的是
08:41
was that, to implement that suggestion wouldn't cost 10 million pounds;
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執行的花費不會超過一千萬英鎊,
08:44
it wouldn't involve large amounts of expenditure;
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實際上,開支非常少,
08:46
it would actually cost about 50 quid.
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不過五十英鎊左右。
08:48
And yet, it never happens.
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然而它至今從未實行。
08:50
Because there's a fundamental disconnect, as I said,
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這就回到我所說的嚴重脫節的問題上,
08:53
that actually, the people with the power
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即,有權的人,
08:55
want to do big expensive things.
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只想做巨大、浪費錢的事。
08:57
And there's to some extent a big strategy myth
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然而,現在有一種策略上的迷思
08:59
that's prevalent in business now.
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在企業界很普遍。
09:01
And if you think about it, it's very, very important
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如果多加思考就會發現,非常、非常重要的一點是
09:03
that the strategy myth is maintained.
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這個策略迷思仍然普遍維持著。
09:05
Because, if the board of directors convince everybody
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因為,董事會必須說服公司成員
09:08
that the success of any organization
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任何共同成就
09:10
is almost entirely dependent on the decisions made by the board of directors,
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幾乎都得完全歸功於董事會的決策,
09:13
it makes the disparity in salaries
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這才能使薪資的巨大差異
09:16
slightly more justifiable
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顯得更合理,
09:18
than if you actually acknowledge that quite a lot of the credit for a company's success
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而不會承認公司的成功有大多數
09:21
might actually lie somewhere else,
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其實都在於別的方面,
09:23
in small pieces of tactical activity.
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比如那些細微的策略運作。
09:26
But what is happening is that effectively --
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但,現在的實際情況是 ——
09:28
and the invention of the spreadsheet hasn't helped this;
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試算表軟體的發明與此無關,
09:30
lots of things haven't helped this --
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許多事情和它絲毫沒有一點關聯 ——
09:32
business and government suffers from a kind of physics envy.
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在企業界和政府部門中都承受一種類似物理欽羨(physics envy)的心理,
09:35
It wants the world to be the kind of place where
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他們希望這個世界是
09:38
the input and the change are proportionate.
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有一分投注就有一分收穫的。
09:41
It's a kind of mechanistic world
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如果世界是符合機械理論的
09:43
that we'd all love to live in
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我們應該都會樂見於此,
09:45
where, effectively, it sits very nicely on spreadsheets,
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像是所有的事物都可以在試算表軟體上
09:48
everything is numerically expressible,
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以數據形式清晰地顯示出來,
09:50
and the amount you spend on something is proportionate
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而你在事物上所投入的時間
09:53
to the scale of your success.
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會完全回饋於你的收效上。
09:55
That's the world people actually want.
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大家都渴望這樣的世界。
09:57
In truth, we do live in a world that science can understand.
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而實際上,我們也生活在一個以科學為基礎的世界;
09:59
Unfortunately, the science is probably closer to being climatology
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不幸的是,這種科學很可能更類似氣象學。
10:02
in that in many cases,
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在許多情況下,
10:04
very, very small changes
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非常、非常微小的變動
10:06
can have disproportionately huge effects,
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就可以造成翻天覆地的變化。
10:08
and equally, vast areas of activity, enormous mergers,
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相反的,大範圍活動、大企業合併,
10:11
can actually accomplish absolutely bugger-all.
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到頭來不過是無關痛癢。
10:15
But it's very, very uncomfortable for us
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但我們很難實際地
10:17
to actually acknowledge that we're living in such a world.
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承認世界就是如此不合邏輯。
10:20
But what I'm saying is we could just make things
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我想說的是,許多事情
10:22
a little bit better for ourselves
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都能變得更加容易,
10:24
if we looked at it in this very simple four-way approach.
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只要我們將此分成四個大類。
10:28
That is actually strategy, and I'm not denying that strategy has a role.
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這是「策略」方面,當然不否認每個策略都有實用的地方。
10:31
You know, there are cases where you spend quite a lot of money
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要知道,畢竟有些事情確實需要耗資不斐
10:33
and you accomplish quite a lot.
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才有可觀的成果。
10:35
And I'd be wrong to dis that completely.
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我不否認這種可能。
10:38
Moving over, we come, of course, to consultancy.
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然後我們來說一下,沒錯,「諮詢」方面。
10:40
(Laughter)
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(大笑)
10:44
I thought it was very indecent of Accenture
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在我看來,埃森哲(管理諮詢公司)這樣草率地
10:46
to ditch Tiger Woods in such
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棄 Tiger Woods 不顧,
10:48
a sort of hurried and hasty way.
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是一件很不光彩的事。
10:50
I mean, Tiger surely was actually obeying the Accenture model.
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因為 Tiger 實際上遵循了埃森哲的服務模式。
10:53
He developed an interesting outsourcing model for sexual services,
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他建立一個很有趣的性服務外包服務,
10:56
(Laughter)
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(笑聲)
10:58
no longer tied to a single monopoly provider,
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不再被單一的「供應商」壟斷,
11:01
in many cases, sourcing things locally,
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在多數情況下本地「採購」,
11:04
and of course, the ability to have between one and three girls delivered at any time
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同時,在任何時候都有一到三個女生持續供應服務
11:07
led for better load-balancing.
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使負載更加平衡。
11:10
So what Accenture suddenly found so unattractive about that, I'm not sure.
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所以埃森哲為什麼突然不喜歡 Tiger 了?真是難以理解。
11:13
Then there are other things that don't cost much and achieve absolutely nothing.
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還有一類事情雖然花費不高,卻也沒什麼成效。
11:16
That's called trivia.
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人們稱之「瑣事」。
11:18
But there's a fourth thing.
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但最後還有第四類事情。
11:20
And the fundamental problem is we don't actually have a word for this stuff.
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根本的問題是 我們沒有語詞來形容這類事情。
11:23
We don't know what to call it.
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我們不知道該如何稱呼它。
11:25
And actually we don't spend nearly enough money
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而且我們很少花費資金
11:28
looking for those things,
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來尋找這類事物。
11:30
looking for those tiny things that may or may not work,
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儘管它們微不足道,但卻可能帶來大的改變。
11:33
but which, if they do work,
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如果確實起了作用,
11:35
can have a success absolutely out of proportion
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那麼它們取得的成功絕對會遠超
11:37
to their expense, their efforts
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當初所投入的人力、物力
11:39
and the disruption they cause.
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以及實行中造成的干擾。
11:41
So the first thing I'd like
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因此,首先我希望
11:43
is a competition -- to anybody watching this as a film --
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每一個看過這次演講的人都來參與一個競賽
11:45
is to come up with a name for that stuff on the bottom right.
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就是為右下角第四項事項命名。
11:48
And the second thing, I think,
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其次,我認為,
11:50
is that the world needs to have people in charge of that.
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這個世界需要有人來掌握這類事情。
11:52
That's why I call for the "Chief Detail Officer."
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這就是為何我呼籲「細節總監」的設立。
11:54
Every corporation should have one,
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每個公司都該有這個職位,
11:56
and every government should have a Ministry of Detail.
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而每個政府都該設立「細節部門」。
11:59
The people who actually have no money,
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擔任此職的人不能有太多錢,
12:01
who have no extravagant budget,
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不能有龐大的預算,
12:03
but who realize that actually
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並且要能意識這一點:
12:05
you might achieve greater success in uptake
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付出雙倍的津貼有可能
12:07
of a government program
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在政府工作中
12:09
by actually doubling the level of benefits you pay,
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取得更大的績效;
12:11
but you'll probably achieve exactly that same effect
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但要取得同樣的效果,你通常
12:14
simply by redesigning the form
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只需要重新設計表格
12:16
and writing it in comprehensible English.
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並以更明白的英文表示。
12:18
And if actually we created a Ministry of Detail
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如果政府真的設立了細節部門,
12:21
and business actually had Chief Detail Officers,
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而企業有細節總監,
12:23
then that fourth quadrant,
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那麼這個第四類領域,
12:25
which is so woefully neglected at the moment,
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這個時常不幸遭人漠視的事項,
12:27
might finally get the attention it deserves.
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到時大概就會得到應有的關注。
12:29
Thank you very much.
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非常感謝大家。
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